development as change management: catalyzing behavior change and upgrading among firms emiliano duch...
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DEVELOPMENT AS CHANGE MANAGEMENT:
CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
Emiliano DuchPresident, [email protected]
March 29, 2007
DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
• The questions to answer
• The problems to address
• The methodology for change
• The examples
• Your questions
• The questions to answer
• The problems to address
• The methodology for change
• The examples
• Your questions
DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
THE QUESTIONS TO ANSWER?
Economic development needs to answer:
• In what businesses our firms compete now or could compete in the future?
• Do they have a competitive advantage?
• What do they need to do to gain their advantage?
• Can they do it individually or jointly?
• How can we help them? Individually and by cluster?
• The questions to answer
• The problems to address
• The methodology for change
• The examples
• Your questions
DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
THE PROBLEMS TO ADDRESS
• Big differences between helping through company level or at joint effort level
Company level Cluster level
• Traditional proven tools
• Self-selected motivation
• Technical assistance
• New untested methodologies
• Motivation not guaranteed
• Group change management
Everybody’s strategy points are different
How to get each agent
pointing in the same strategic
direction?
WHAT DOES “GROUP CHANGE MANAGEMENT” MEAN?
The cluster shares a strategic vision
How do you get each agent pointing in the same strategic
direction?
WHAT DOES “GROUP CHANGE MANAGEMENT” MEAN?
• The questions to answer
• The problems to address
• The methodology for change
• The examples
• Your questions
DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
Why change?
Lack of clear pressures, incentives, capabilities,…
Lack of clear pressures, incentives, capabilities,…
THE METHODOLOGY FOR CHANGE MANAGEMENT
11
Why change?
Not enough to preach clusters, partnership and collaboration
Not enough to preach clusters, partnership and collaboration
THE METHODOLOGY FOR CHANGE MANAGEMENT
12
First point out a better business, then ask them to collaborate
First point out a better business, then ask them to collaborate
THE METHODOLOGY FOR CHANGE MANAGEMENT
13
But, how to catalyze behavioral change?But, how to catalyze behavioral change?
THE METHODOLOGY FOR CHANGE MANAGEMENT
X
14
ATTITUDEATTITUDE BELIEFBELIEF BEHAVIORBEHAVIOR
MO
TIV
ATIO
N
By applying a psychological group dynamic process at cluster level
By applying a psychological group dynamic process at cluster level
THE METHODOLOGY FOR CHANGE MANAGEMENT
Motivation to change is modulated throughout the process
Motivation to change is modulated throughout the process
THE METHODOLOGY FOR CHANGE MANAGEMENTM
OTIV
ATIO
N
SkepticismIndifference
AwarenessExpectation
NervousnessMotivation to participate
DisconcertConventional wisdom hurt
Motivation to change
Leadership acceptance Work
Cooperate
ATTITUDEATTITUDE BELIEFBELIEF BEHAVIOURBEHAVIOUR
Recommendation
MO
TIV
AT
ION
SkepticismIndifference
AwarenessExpectation
NervousnessMotivation to participate
DisconcertConventional wisdom hurt
Motivation to change
Leadership acceptance Work
Cooperate
Information interviewsChallenges presentation
Benchmarking tripsStrategy sharing workgroups
Convincing interviewsVision of the future presentation
Motivation interviewsLines of action workgroupsLines of action presentationChange toolsChange tools Task forces
Case studiesReference trip
THE METHODOLOGY FOR CHANGE MANAGEMENT
17
CLUSTER ANALYSIS IN 10 STEPS
1-Cluster Mapping
Valuechain
2-Strategic Segmentation
3-Segment Attractiveness' Evolution (5 F)
8-Benchmarking our cluster against reference/ideal cluster
7-Ideal Value Chain and cluster Diamond for chosen option
6-KSFs for the most innovative option
4-Advanced BPC analysis
5-Generic Strategic Options for the future
9-Feasible strategic options for cluster companies
10-Areas to improve at company and cluster level
t t+5yt-5y
A
B
Valuechain ( )
( )
( )
( )
Valuechain
Valuechain
CLUSTER ANALYSIS IN 10 STEPS
1-Cluster Mapping
Valuechain
2-Strategic Segmentation
3-Segment Attractiveness' Evolution (5 F)
8-Benchmarking our cluster against reference/ideal cluster
7-Ideal Value Chain and cluster Diamond for chosen option
6-KSFs for the most innovative option
4-Advanced BPC analysis
5-Generic Strategic Options for the future
9-Feasible strategic options for cluster companies
10-Areas to improve at company and cluster level
t t+5yt-5y
A
B
Valuechain ( )
( )
( )
( )
ValuechainValuechain ( )
( )
( )
( )
Valuechain
ValuechainValuechain
The change tools are build upon a
very robust business strategy
analysis, with company and value
chain global benchmarking
The change tools are build upon a
very robust business strategy
analysis, with company and value
chain global benchmarking
THE METHODOLOGY FOR CHANGE MANAGEMENT
18
Vision for the future
Lines ofAction
Future challenges
6 months
First public meeting
Interviews with companies and
institutions
Second public meeting
Benchmarking tripInterviews
Strategy workgroup
Third public meeting
Actions workgroups
THE CRI® METHODOLOGY FROM COMPETITIVENESS
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THE CRI® METHODOLOGY FROM COMPETITIVENESS
The CRI® task workflow and manual
20
The questions to answer
The problems to address
The methodology for change
The examples
Your questions
DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
21
Phase 1: Engaging agents:- 60 interviews before public launching- 1st meeting to listen and say nothing
THE EXAMPLE: CHANGING THE TOURISM CLUSTER AGENTS IN BARILOCHE
22
Even within the first meeting audience there were very different views on key issues
THE EXAMPLE: CHANGING THE TOURISM CLUSTER AGENTS IN BARILOCHE
23
Phase 2: Thorough analysis and breaking conventional wisdom:
- Key demand in Sao Paulo & Bs. As.
- Reference trip to Savoie & Andorra
THE EXAMPLE: CHANGING THE TOURISM CLUSTER AGENTS IN BARILOCHE
24
2nd meeting: Choosing where to focus implies also where not to focus
THE EXAMPLE: CHANGING THE TOURISM CLUSTER AGENTS IN BARILOCHE
25
THE EXAMPLE: CHANGING THE TOURISM CLUSTER AGENTS IN BARILOCHE
28 March 20075
Hotels
Adventure tourism service providers
Travel agencies and specialised promotion
Specific training on HR capabilities, leadership development, team building, etc.
Join
t neg
otiatio
n w
ith
airlines
Action Line: Structure and commercialisation of
supply: “Active” corporate tourism in Bariloche
Phase 3: Engage action leadership and be very specific
- define 4-5 very straightforward and differential action lines.
(Other consulting exercises carried out to date stopped at diagnostic phase)
26
THE EXAMPLE: CHANGING THE TOURISM CLUSTER AGENTS IN BARILOCHE
28 March 20075
Hotels
Adventure tourism service providers
Travel agencies and specialised promotion
Specific training on HR capabilities, leadership development, team building, etc.
Join
t neg
otiatio
n w
ith
airlines
Action Line: Structure and commercialisation of
supply: “Active” corporate tourism in Bariloche
27
The questions to answer
The problems to address
The methodology for change
The examples
Your questions
DEVELOPMENT AS CHANGE MANAGEMENT: CATALYZING BEHAVIOR CHANGE AND UPGRADING AMONG FIRMS
THANK YOU!
Please visit www.microlinks.org/breakfast for seminar presentations and papers
Emiliano [email protected] March 29th, 2007